Materiality Review Cycle
Materiality Review Cycle
The Daigas Group identifies the materiality for the Group as a means of grasping the possible impacts of the Group's business activities on the environment and society, and conducting its business operations while managing ongoing impacts and these possible impacts. The Group identified materiality for the first time in FY2014, and has been conducting PDCA management since FY2015. Every year, the progress of actions taken under each indicator is confirmed while problems to be tackled are studied in light of the progress made. Fields whose indicators are found to be short of the required levels are improved and managed properly. The Daigas Group will continue to review materiality on a cyclical basis and fulfill its responsibility to the environment and society. By doing so, we aim to create value for stakeholders and contribute to the development of a sustainable society.

STEP 1: Evaluate Materiality Activities
We will comprehensively evaluate the activities undertaken every year under each materiality item. Subject to the evaluation is the progress of CSR actions under main KPIs. We will also check whether each target has been set appropriately while recognizing what has been achieved and what remains as problems.
In evaluating materiality activities, we will interview persons in charge of management in relevant in-house sections, while holding meetings with outside experts. Based on the interviews and the meetings, we will sort out new issues and important issues to be studied for materiality review.
Indicators under the previous materiality (FY2019 - FY2021), and its results and evaluation are shown below.
■ Indicators under the previous materiality (FY2019 - FY2021), and its results and evaluation
CSR Charter |
Materiality | Indicator Changes from previous indicator | Goal from FY2019 onward | FY2019 Results |
FY2020 Results |
FY2021 Results |
---|---|---|---|---|---|---|
Ⅰ | Customer Health and Safety | Percentage of city gas for which health and safety impacts are assessed for improvement against total city gas provided by Osaka Gas | 100% | 100% | 100% | 100% |
Ⅱ | Energy / Emissions | Boundary expanded Contribution to reduction in CO2 emissions |
Reduction of 7 million tons (FY2021 goal) |
Total reduction of 1.67 million tons | Total reduction of 3.32 million tons | Total reduction of 5.60 million tons |
Ⅲ | Local Communities | Percentage of operations with implemented local community engagement, impact assessments and development programs | 100% | 100% | 100% | 100% |
Ⅳ | Customer Privacy | Total number of substantiated complaints regarding breaches of customer privacy | Assessment of management situation | Took measures to prevent recurrence of mishandling of information | No substantiated complaints were filed against the Daigas Group for breaches of customer privacy. | No substantiated complaints were filed against the Daigas Group for breaches of customer privacy. |
Ⅴ | Training and Education | Newly established Average hours of training per year per employee |
Development of human resources, improvement of work environment |
Average hours of training per employee: 25.1 e-Learning (security, information security, environment) programNo. of participants: 5,029/course No. of hours:3.67 hours/person
|
Average hours of training per employee: 25.3 e-Learning (security, information security, environment) programNo. of participants: 5,324/course No. of hours:3.17 hours/person
|
Average hours of training per employee: 25.1 e-Learning (security, information security, environment) programNo. of participants: 5,411/course No. of hours:3.61 hours/person
|
Diversity and Equal Opportunity |
Newly established Percentage breakdown of employees and executives by gender and age |
Promotion of diversity |
Percentage of women among personnel hired for career-track positions:
36.7% Percentage of women in management positions:*3.4%
|
Percentage of women among personnel hired for career-track positions:
28.3% Percentage of women in management positions:*3.5%
|
Percentage of women among personnel hired for career-track positions in April 2020:
26.8% Percentage of women in management positions:*5.0%
|
|
Common Themes | Supplier Assessment (Impact on the environment and society, human rights and labor practices) |
Boundary expanded Percentage of new suppliers of materials that have been selected using criteria regarding the impact on the environment and society, human rights and labor practices |
100% | 100% | 100% | 100% |
Economic Performance | Content changed Financial impacts, risks and opportunities due to climate change |
Recognition of risks and opportunities | Recognition of risks and opportunities | Recognition of risks and opportunities | Recognition of risks and opportunities |
STEP 2: Decide the Order of Materiality Items according to Priority and Identify Boundaries to Be Managed
Through repeated discussions with the relevant internal organizations, we identify materiality items that must be given higher priority, as well as internal and outside “boundaries” that must be addressed. This process takes into consideration our business operations and changes in the business environment, as well as social trends related to sustainability. In the latest materiality review process, we took into consideration the Long-Term Management Vision 2030, which was compiled in March 2017, and the Medium-Term Management Plan 2023, which was compiled in March 2021. In terms of social trends, we focused on global risks, changes in the business environment, and the contribution to the SDGs through our business.
STEP 3: Confirm if the Reviewed Materiality Is Appropriate through Outside Experts and Dialogue with Them
Following internal examinations and reviews of the materiality, we request an evaluation of the appropriateness of the materiality to outside experts in certain fields, who represent the voices of society and stakeholders.
The experts are asked to provide opinions on whether the items recognized by us as materiality are appropriate, and whether there are any other items that should be recognized as materiality in light of the perceived views of society and our stakeholders. We will examine the materiality once again based on these opinions.
STEP 4: Identify New Materiality
We finalize the newly identified materiality items and key performance indicators (KPIs) with the approval of the Group's ESG Committee, the ESG Council, and the Board of Directors, and establish a management framework before implementing the necessary initiatives.
- Sustainability of
the Daigas Group -
President's Commitment
Transition Finance
- Values and Sustainability Promotion of the Daigas Group
- Daigas Group's Values Daigas Group Charter of Business Conduct and Management Policy Daigas Group Code of Business Conduct Sustainability Promotion System and Management Stakeholder Engagement Initiatives the Daigas Group Participates In Commendation from the Outside
- Sustainability Management and Value Creation Process
- Value Creation Process of the Daigas Group Long-Term Management Vision 2030 Medium-Term Management Plan 2023 Daigas Group Carbon Neutral Vision
- Actions on Materiality
-
Materiality of the Daigas Group
Materiality Review Cycle
Creating Value for Customers
(Charter I) Contributing to the Sustainability of the Environment and Society
(Charter Ⅱ) Engaging with and Contributing to Society (Charter Ⅲ) Respecting Human Rights
(Charter IV) Complying with Laws and Regulations (Charter V) Providing Work Environment That Supports Employees’ Personal Growth (Charter VI)
- Corporate Governance
- Corporate Governance Risk Management Compliance Messages from Outside Directors
- FY2022 Activities Report
-
- Creating Value for Customers (Charter I)
-
Charter I Index
Management for Creating Value for Customers
Safety and Security 1:
Procurement Stage Safety and Security 2:
Processing Stage Safety and Security 3:
Distribution Stage Safety and Security 4:
Consumption Stage Incorporating Customer Opinions Proposing New Value
- Contributing to the Sustainability of the Environment and Society (Charter Ⅱ)
- Charter Ⅱ Index Management toward Contributing to the Sustainability of the Environment and Society Environmental Management Environmental Management: Indicators, Targets and Results Actions for Climate Change: Recognition of and Action on Risks and Opportunities Actions for Climate Change: Method to Evaluate Effects of CO2 Emissions Reduction Actions for Climate Change: Working to Reduce CO2 Emissions in Business Activities Actions for Climate Change: Working to Reduce CO2 Emissions at Customer Sites Efforts in Resource Recycling Conserving Biodiversity Developing Environmental Technologies Addressing Environmental Risk Promotion of Green Purchasing Environmental Communication
- Engaging with and Contributing to Society (Charter Ⅲ)
- Charter Ⅲ Index Management of Engagement with and Contribution to Society Activities for Promoting Communication with Society Corporate Volunteering Activities under the Small Light Campaign Social Contribution Activities Activities at Osaka Gas' Foundations
- Respecting Human Rights (Charter IV)
- Charter IV Index Status of Management regarding Respect for Human Rights Human Rights Due Diligence Action on Human Rights
- Complying with Laws and Regulations (Charter V)
- Charter V Index Management for Complying with Laws and Regulations Compliance Promotion Efforts Efforts for Protection of Personal Information Information Security Consultations and Reports from Partner Companies
- Providing Work Environment That Supports Employees’ Personal Growth (Charter VI)
- Charter VI Index Status of Management to Support Employees' Personal Growth Employment Acceptance of Diversity Balancing Work and Family Human Resource Development and Rewards Communication Between Employees and Company Improving Occupational Health and Safety
- Reporting Guidance and Guidelines and ESG Data
- Reporting Guidelines